| CONTENTS | Page | |------------------------------------------------------------------------|------| | Foreword | 3 | | Executive Summary | 4 | | Foodborne Disease | 5 | | Food Hygiene Rating Scheme | 6 | | Food Hygiene Rating Scheme Recognition and Use | 7 | | Meat Food Business Operator Compliance | 8 | | Animal Welfare – Non Compliances | 9 | | Animal Welfare – CCTV Compliance | 10 | | Forward Look | 11 | | Delivering our Corporate Priorities | 12-15| | Making the FSA a Great Place to Work – Staff Attrition & Recruitment | 16 | | Making the FSA a Great Place to Work – Sickness | 17 | | Making the FSA a Great Place to Work - Health and Safety | 18 | | Finance – Spend against HM Treasury Limits | 19 | | Finance – Key Areas of Spend | 20 | | Appendix | 21-23| The FSA’s Performance in the 4th Quarter of 2018/19 saw good progress being made against the 3 strategic priorities set by the Board. On EU Exit, the FSA’s 1st strategic priority, we completed our critical projects, so that in any exit scenario, the FSA will continue to deliver a system of food safety that is just as effective after we leave the EU. The outputs of the projects are now being used and refined by the appropriate areas of the business as part of their day-to-day operations. We have assessed the affect of a delay until 31 October 2019 on our Day 1 preparations and have judged that there is no likely degradation of readiness and will keep this under review.

On FSA’s 2nd strategic priority of regulatory reform, the Regulating Our Future (ROF) programme, there has been good progress. The work on transforming food standards delivery is underway. We are putting in place a new delivery framework that describes the integrated approach to the delivery of food standards official controls. This will include the use of an intelligence model in combination with a new risk rating scheme to inform how official controls are programmed, prioritised and delivered. The “Register a food business” (RaFB) service has seen an increase in the number of Local Authorities (LAs) using the service to 11 and 461 new businesses have registered using it. Plans are in place to support a greater take up of the service and open the service to a larger number of food business operators and LAs through a range of Management Information System providers.

The increase in foodborne disease in 2018 is below the current thresholds for each of the 4 pathogens. However, because an increase in all 4 pathogens has been observed, the FSA will undertake further work in partnership with national surveillance bodies and other relevant stakeholders to ensure that we have fully examined all available data to understand any underlying issues. Some annual variation in the incidence of foodborne disease is to be expected and is not necessarily a cause for concern. Because of this expected variation, the FSA Board sets baseline levels which are the thresholds for action. Further action will be taken as appropriate, including commissioning additional research if necessary. The FSA plays a key role working with delivery partners to ensure food businesses fulfil their responsibility of ensuring food is safe and what it says it is.

The FSA has kept within all HMT limits in the year ending 31 March 2019, including the additional funding it received for EU Exit. The £5m underspend in Programme was primarily due to the FSA re-prioritising resources to ensure EU Exit readiness, which resulted in some delays to important but non-urgent Science expenditure. The FSA was able to part mitigate this through a budget exchange of Programme from 18/19 to 19/20 for the maximum amount permitted. The FSA has a balanced budget and prioritised business plan for 19/20 which will continue to drive further improvements in value for money.

One of the FSA’s key priorities is more effective protection for food hypersensitive consumers, which includes those with food allergy and intolerance, and we will develop measures and propose targets for delivery. Fully functioning food safety system ready for EU exit

Online system for registration of food businesses is live

97.9% meat FBOs rated Satisfactory or above for compliance

EXECUTIVE SUMMARY OUR PERFORMANCE IN Q4 2018/19

70.2% of total food businesses achieved an FHRS rating of 5 (‘very good’)

99.999% of animals processed with no welfare concerns in 2018/19

86% of surveyed people recognise the FHRS sticker HUMAN CASES OF FOODBORNE DISEASE

This is why the FSA exists, to protect the public from foodborne disease. All of our measures contribute to delivery of these Q4 statistics, updated annually in March. The increase in foodborne disease in 2018 is below the current thresholds for each of the four pathogens. FSA will work with national surveillance bodies and other relevant stakeholders to ensure that we have fully examined all available data to understand any underlying issues. Further action will be taken as appropriate, including commissioning additional research if necessary.

8.2% increase in Campylobacter UK Lab confirmed cases 8.1% increase in E.Coli 0157 UK Lab confirmed cases 3.3% increase in Salmonella UK Lab confirmed cases 9.6% increase in Listeria monocytogenes UK Lab confirmed cases % of food businesses within the scope of FHRS achieving FHRS rating of ‘5 – very good’ (England, Wales and Northern Ireland consolidated)

% of food businesses within the scope of FHRS achieving FHRS rating of 2 or lower (England, Wales and Northern Ireland consolidated)

% of food businesses within the scope of FHRS with a rating of 5 as at March 31st 2019 by country

Northern Ireland: 77.9% Wales: 67.6% England: 70.1%

% of food businesses within the scope of FHRS with a rating of 2 or lower as at March 31st 2019 by country

Northern Ireland: 1.1% Wales: 4.2% England: 5.1%

The greatest rate of increase of 5 ratings has been following mandation of FHRS display by businesses. This was shown in Wales following mandation in November 2013 and in Northern Ireland from October 2016.

+0.6% point ratings of 5 at 70.2% since Q3

-0.1% point ratings of 2 or lower at 4.9% since Q3 UK Recognition of FHRS Stickers between Nov 2014 – October 2018 (England, Wales and Northern Ireland consolidated)

% of surveyed people recognise the FHRS sticker as at October 2018 by country

- Northern Ireland: 89%
- Wales: 85%
- England: 82%

% of people who use the Food Hygiene Rating Scheme between Nov 2014 – October 2018 (England, Wales and Northern Ireland consolidated)

- Northern Ireland: 62%
- Wales: 41%
- England: 52%

0% point increase in people recognising the FHRS sticker between October 2017 and October 2018

5% point increase in people using the FHRS scheme between October 2017 and October 2018 MEAT FOOD BUSINESS OPERATOR (FBO)

Number of Meat FBOs rated ‘good’ (England, Wales and Northern Ireland consolidated)

- 97.9% of FBOs rated satisfactory or above for compliance
- 19 FBOs rated improvement necessary or below for compliance

Number of Meat FBOs rated ‘improvement necessary’ or ‘urgent improvement necessary’ (England, Wales and Northern Ireland consolidated)

- 1.77% of FBOs rated improvement necessary or below for compliance
- 0.33% of FBOs rated urgent improvement necessary or below for compliance

Progress towards ambition for year one 25% reduction in improvement and urgent improvement necessary FBO’s

- 7 FBOs increase in businesses requiring improvement or urgent improvement necessary compared to end of Q3
- 1.96% point increase in FBOs rated ‘good’ since Q3.

Ambition: 25% reduction from June 2018 to June 2019 ANIMAL WELFARE – NON COMPLIANCES

Number of Cattle affected from April 2018 – March 2019

Number of Pigs affected from April 2018 – March 2019

Number of Poultry affected from April 2018 – March 2019

Number of Sheep & Goats affected from April 2019 – March 2019

1,045,790,000 Animals processed in compliance with welfare rules

11,000 Animals processed where non-compliances were recorded CCTV regulations came into force in England on 4 May 2018 with a 6 month transition period for Business Operators to comply by 5 November 2018.

The FSA carried out a number of bespoke surveys to assess compliance of the new legislation.

Any ad hoc non-compliance to the CCTV legislation will be enforced on a case by case basis.

100% of operating FBOs compliant by 28 February 2019 including one that was non compliant 31 January, eliminating the requirement for further surveys. Modern, Accountable Excellent Regulator

FORWARD LOOK TO 2020 (MILESTONES)

2018

- EU EXIT

  - Delivery plans approved
  - HMT - Funding secured
  - Legislate using the powers of the European Union (Withdrawal) Bill
  - Commence planning for ‘Enduring Regime’ post exit.

- REGULATING OUR FUTURE

  - Field trials for registration
  - Formal consultation for segmentation
  - Define future roles of FSA, Local Authorities and private assurance

- SURVEILLANCE

  - Prototype model for surveillance
  - Build surveillance capability

- OUR WAYS OF WORKING

  - New London office
  - Consolidated contracts for plant-based operational staff

- EVOLVE IT

  - Exit from Capita contract
  - FSA-owned IT model in place

- DATA & DIGITAL

  - New Food.gov.uk
  - Digital Workplace

- PEOPLE STRATEGY

  - 2020 Workforce plan
  - Senior Leadership programme
  - New performance management scheme
  - Talent management
  - Diversity strategy and roadmap

2019

- EU EXIT

  - UK exits the EU: implement FSA exit plan with Functioning domestic food law
  - Ongoing implementation supporting the outcome of negotiations
  - Contingency plans for a no deal EU Exit are in place

- REGULATING OUR FUTURE

  - Drive adoption of Registering a Food Business across all LAs
  - Further develop and refine capability to support FBO Segmentation
  - Trial Primary Authority NIS and Assurance Standards
  - Design a new Food Standards delivery model
  - Develop a single, coherent, Operations Transformation Delivery Plan

- SURVEILLANCE

  - Prototype model for surveillance
  - Build surveillance capability

- OUR WAYS OF WORKING

  - New London office
  - Consolidated contracts for plant-based operational staff

- EVOLVE IT

  - Exit from Capita contract
  - FSA-owned IT model in place

- DATA & DIGITAL

  - New Food.gov.uk
  - Digital Workplace

- PEOPLE STRATEGY

  - 2020 Workforce plan
  - Senior Leadership programme
  - New performance management scheme
  - Talent management
  - Diversity strategy and roadmap

- KNOWLEDGE gathering and SURVEILLANCE

  - New surveillance system embedded
  - External surv. intelligence sharing network that promotes collaboration
  - Pursue foodborne allergens as ‘flagship’ public health/safety challenge
  - A coherent, cross-FSA framework sampling strategy

- Building our ENGAGEMENT capability

  - Build and maintain our external and international affairs
  - Grow influence & impact with our science
  - Improved & expanded capabilities in issuing food notification
  - Engage on a bilateral / multilateral basis on key FSA policy issues

- Regulation and its modernisation REGULATING OUR FUTURE

  - Drive adoption of Registering a Food Business across all LAs
  - Further develop and refine capability to support FBO Segmentation
  - Trial Primary Authority NIS and Assurance Standards
  - Design a new Food Standards delivery model
  - Develop a single, coherent, Operations Transformation Delivery Plan

- Increasing our DATA & DIGITAL capability

  - Deliver Data projects to better understand and utilise our information
  - Deliver Digital services to meet the FSA business needs

2020

- EU EXIT

  - Food we can trust operating outside the EU

- REGULATING OUR FUTURE

  - Fully functioning NATIONAL FOOD CRIME Unit
    - Improved understanding of strategic threat and defined thresholds
    - Requisite platforms to support intelligence and investigative functions
    - Interim executive powers and progression of primary legislation

- KNOWLEDGE gathering and SURVEILLANCE

  - New surveillance system embedded
  - External surv. intelligence sharing network that promotes collaboration
  - Pursue foodborne allergens as ‘flagship’ public health/safety challenge
  - A coherent, cross-FSA framework sampling strategy

- Building our ENGAGEMENT capability

  - Build and maintain our external and international affairs
  - Grow influence & impact with our science
  - Improved & expanded capabilities in issuing food notification
  - Engage on a bilateral / multilateral basis on key FSA policy issues

- Regulation and its modernisation REGULATING OUR FUTURE

  - Drive adoption of Registering a Food Business across all LAs
  - Further develop and refine capability to support FBO Segmentation
  - Trial Primary Authority NIS and Assurance Standards
  - Design a new Food Standards delivery model
  - Develop a single, coherent, Operations Transformation Delivery Plan

- Increasing our DATA & DIGITAL capability

  - Deliver Data projects to better understand and utilise our information
  - Deliver Digital services to meet the FSA business needs

- Our PEOPLE are supported

  - Delivering business-critical skills as part of our Strategic Capabilities Plan
  - Our Fit for Change model is embedded and leadership strategies developed
  - New Pay & Reward Strategy, Embed ASPIRE values and Diversity & Inclusion strategy

- An effective and resilient organisation, with highly skilled leaders enabling the FSA to be recognised as an excellent, accountable modern regulator

- A robust evidence base in our work applied and openly communicated to protect consumers’ interests

- Modern, Accountable Excellent Regulator

## DELIVERING OUR CORPORATE PRIORITIES

### EU Exit – Preparing for all Scenarios

| Imports | Apr – Jun 18 | Jul – Sep 18 | Oct – Dec 18 | Jan – Mar 19 | |---------|--------------|--------------|--------------|--------------| | Changes to business processes for import controls identified | Pre-Notification (EU High Risk products) principles agreed Cross-Government | Recruitment for additional FSA capacity started | Resource available to enable ports / FSA to deliver new processes | Start date for Pre-Notification confirmed by DEFRA. | Industry / Officials understand changes required from Day 1 & beyond. | Additional FSA imports capacity in place | Systems and process for minimum viable product (MVP) in place | Law is ready to underpin import control regime | | Incidents | Solution build for handling food alerts started | Recruitment for additional capacity started | Stakeholder strategy implemented | Start date for Pre-Notification confirmed by DEFRA. | Solution in place for handling food alerts | Additional FSA incidents capacity in place | Roles and responsibilities clear for incident handling | Law is ready to enable incident response / action | | Legal Consequences | Inoperabilities identified | Fixing SIs Drafted (extends through to Sep) | Consultations started | Parliamentary process started | Consultations complete | Parliamentary process complete | Law is ready to underpin regulatory regime from Day 1 | | Risk Assessment | Day 1 Lab capacity in place | Recruitment for additional FSA capacity started | Additional FSA RA capacity in place | Scientific committees expanded | Risk Communication methods agreed | Risk Assessment Principles in place | Law is ready to underpin RA responsibilities | | Risk Management | Cross Government agreement to RM proposals | Ministerial response to RM proposals | Shadow Regulatory Forum established | Governance for decision making developed | Process for decision making agreed | Resources in place to undertake new responsibilities | FSA Board Agreement to Governance & Process | Food Safety RM Forum Operational (in shadow form) | Law is ready to underpin RM responsibilities | | Surveillance | Specific case studies agreed | Methods & process in place | | | | | Case studies completed | Successful outputs operationalised | | Enhanced Registration | Discovery complete | Alpha complete | Private Beta Phase | Initial Delivery Agents understand requirements | | | | Enhanced Registration System in use (MVP) | | NFCU | HMT approved business case | FSA Board Approval | NFCU Recruitment Launched | Senior Management recruited | Middle Management recruited | | Staff Trained | Case Management System live (15 April) | Law ready to allow full range of activity | | Exports | New Health Mark agreed by FSA | Informal consultation with industry | Plan in place for listing premises with EC. | Consultation on health marks complete | | | Industry / Officials understand requirements | Replacement meat stamps issued | DELIVERING OUR CORPORATE PRIORITIES

Q4 2018/19 (Jan - Mar)

Policy Development

- Complete Action Plan for Engagement
  - Delivered

FHRS

- Publishing instruction updates: Starting a Food Business and Applying for approval
  - Delivered

Development of Data & Digital service

- Live rollout of enhanced registration & segmentation digital solution
  - Delivered

Sustainable funding

- It will be some time before we can enact any change so we are pausing work in this area and will consider how we can pursue our ambition as part of our work to develop the FSA’s strategy from 2020

Change Management

- Implementation of change strategy
  - Delivered

Operating Model (field operations)

- Target Operating Model agreed
  - Delivered

Future proof contractual arrangements

- Invoke the extension of the contract by Variation
  - Delivered

Q1 2019/20

Develop Meat Operations Strategy

- Delivered

Key

- Delivered to schedule
- Off track but no overall delay anticipated
- Off track DELIVERING OUR CORPORATE PRIORITIES

Q4 2018/19 (Jan - Mar)

- Discovery & prototyping of APIs
  - Delivered
- Blockchain for red meat evaluation completion
  - Delivered
- Review and Plan for 2019/20
  - Delivered
- Assessment of GDPR compliance
  - Delivered
- Data storytelling workshop
  - Delivered
- Enrichment of risky foods imports solution
  - Delivered
- Predicting aflatoxin risk for unregulated countries
  - Delivered
- Transition MVP to BAU
  - Delivered

Q1 2019/20

- Developing MVPs necessary to support transition from EU
  - Delivered
- Business guidance delivered
  - Delivered
- Predicting pesticide risk for imported food
  - Delivered
- Programme closure
  - Delivered
- Discovery & prototyping of APIs
  - Delivered
- Blockchain for red meat evaluation completion
  - Delivered
- Review and Plan for 2019/20
  - Delivered
- Assessment of GDPR compliance
  - Delivered
- Data storytelling workshop
  - Delivered
- Enrichment of risky foods imports solution
  - Delivered
- Predicting aflatoxin risk for unregulated countries
  - Delivered
- Transition MVP to BAU
  - Delivered
- Business guidance delivered
  - Delivered DELIVERING OUR CORPORATE PRIORITIES

Q4 2018/19 (Jan - Mar)

- Skills Capability Plan

  - Delivered

- Deliver Onboarding programme for new starters in NFCU

  - Delivered

- Develop and Rollout a revised induction programme for new starters

  - Delivered

Q1 2019/20

- New pay and reward strategy developed & business case submitted to HMT

  - Rescheduled for Q2 2019/20

- WCN FSA Recruitment platform

  - Rescheduled for Q2 2019/20

- Organisational re-design fully implemented

  - Delivered

- Review uptake of digital tools

  - Delivered

- Review of how we are using our office space and associated behavioral change

  - Delivered MAKING THE FSA A GREAT PLACE TO WORK – ATTRITION AND RECRUITMENT

% Gross Attrition (Leavers) Annualised by Quarter

Target: To be below Civil Service Average calculated at 11%

Recruitment activity in Quarter 4

Recruitment activity in Quarter 4

Headcount by Quarter Jan 2018 – March 2019

39 more staff at Q4 than Q3 2018/19

48 Recruitment Campaigns were run in Q4 encompassing 78 posts

97 Posts accepted in Q4, of which 74 relate to campaigns run in Q3 and 23 relate to Q4 campaigns

71 new Starters in Q4 MAKING THE FSA A GREAT PLACE TO WORK – SICKNESS

Rolling 12 Month total Annual Working Days Lost (AWDL) as submitted to Cabinet Office (Q4 reporting period April 2018-March 2019)

% of total absence taken which were short/long term in a rolling 12 month period as submitted to Cabinet Office (Q4 reporting period April 2018-March 2019)

% of Staff taking no sick absence on a rolling 12 month as submitted to Cabinet Office (Q4 reporting period April 2018-March 2019)

0.7% increase in AWDL to 5.6 remaining below target.

9% decrease in AWDL short term sick leave between Q3 and Q4 (Reporting on a 12 month rolling period). Incident Trends - April 2018 - March 2019 (includes FSA Employees, Contractors & FBO/Visitors)

RIDDOR\* (Reporting of Injuries, Diseases and Dangerous Occurrences Regulations) Incident Causes April 2018 - March 2019

- Disease
- Slip/Trip/Fall
- Struck/Almost Struck
- Use of Knife

Bullying and Harassment - April 2018 - March 2019

- 8 times FBO service was withdrawn
- 78 bullying and Harassment Incidents

% days lost due to accident at work compared to total days lost by quarter - April 2018 - March 2019

11% Reduction in Accidents with injury. From 54 in 2017/18 to 48 in 2018/19

2018/19 RIDDOR incidents have reduced by 33% compared to 2017/18

5.8% of overall working days were lost due to accidents at work

## Affordability – How the FSA is Performing Against HM Treasury Limits

| Westminster (inc EU Exit) | 2018/19 Provisional Outturn £m | 2018/19 Limits £m | Fav/(Adv) Availability £m | Fav/(Adv) Variance % | RAG status | |--------------------------|---------------------------------|-------------------|---------------------------|----------------------|------------| | Net Administration Expenditure (exc dep’n) | 43.0 | 44.3 | 1.3 | 3% | Green | | Net Programme Expenditure (exc dep’n) | 37.5 | 42.4 | 4.9 | 11% | Green | | Resource Departmental Expenditure Limit (DEL) (exc dep’n) | 80.6 | 86.7 | 6.1 | 7% | Green | | Resource Annually Managed Expenditure (AME) | 3.0 | 9.6 | 6.6 | 69% | Green | | Capital (DEL) | 6.5 | 8.5 | 1.9 | 23% | Green |

| Wales | 2018/19 Provisional Outturn £m | 2018/19 Limits £m | Fav/(Adv) Availability £m | Fav/(Adv) Variance % | RAG status | |-------|---------------------------------|-------------------|---------------------------|----------------------|------------| | RDEL – of which | 3.4 | 3.5 | 0.1 | 4% | Green | | CDEL Capital – IT / Accommodation | 0.1 | 0.1 | 0 | 0% | Green |

| Northern Ireland | 2018/19 Provisional Outturn £m | 2018/19 Limits £m | Fav/(Adv) Availability £m | Fav/(Adv) Variance % | RAG status | |------------------|---------------------------------|-------------------|---------------------------|----------------------|------------| | RDEL – of which | 8.1 | 8.5 | 0.4 | 4% | Green | | CDEL Capital – IT / Accommodation | 0.0 | 0.1 | 0.0 | 51% | Green |

\*subject to NAO audit

## BREAKDOWN OF CORPORATE PRIORITIES AND KEY AREAS OF SPEND

| Area | £m December Full Year Forecast 2018/19 | £m *March Full Year Provisional Outturn 2018/19 | £m Movement Fav / (Adv) | % Movement Fav / (Adv) | |-----------------------|----------------------------------------|-----------------------------------------------|-------------------------|------------------------| | EU Exit new funding | 13.3 | 13.2 | 0.1 | 1% | | EU Exit FSA | 3.5 | 3.5 | 0.0 | 0% | | ROF*\* | 1.7 | 1.6 | 0.1 | 6% | | Surveillance | 0.0 | 0.1 | (0.1) | (100%) | | OWOW | 0.2 | 0.2 | 0.0 | 0% | | Evolve IT | 0.9 | 1.0 | (0.1) | (10%) | | Science | 7.6 | 7.2 | 0.4 | 6% | | Field ops (inc NI) | 24.0 | 24.0 | 0.0 | 0% | | **Total Priorities Spend** | **51.2** | **50.8** | **0.4** | **1%** |

As at the end of March (Qtr 4), the above spend on key areas represents approx. 49% of the total FSA spend (incl. Capex) for 2018/19. This is a similar proportion of total spend as forecast at the end of Qtr 3 December. The decrease in overall FSA spend for 2018/19, as at end of Qtr 4, is approx. 1% compared to Qtr 3 (from £106.7m to £103.1m).

\*subject to NAO audit. \*\*£2.1m of the £13.2m EU Exit funding figure relates to the ROF Programme. Slide 5 - Figures supplied are 'all cases', including UK acquired and those that are acquired abroad. The figures presented are from a dynamic database, and are liable to change. Source: Figures have been provided by Public Health England, Public Health Wales, Health Protection Scotland and Public Health Agency for Northern Ireland. All annual figures are calculated as the sum of the quarterly values. Baselines were agreed at the June 2018 Business Committee: [https://www.food.gov.uk/sites/default/files/media/document/Performance%20Measure%20Development%20-%20FSA%2018-06-17.pdf](https://www.food.gov.uk/sites/default/files/media/document/Performance%20Measure%20Development%20-%20FSA%2018-06-17.pdf)

Slide 6 - FBO compliance levels are not in direct control of the FSA, so the targets are ones that FSA can influence, but not control. FHRS is operated in partnership with local authorities who deliver the scheme locally, as an added value to their intervention programmes. Whilst LAs aim to address any food safety hazards and legal non-compliance during interventions, the relationship between FBO compliance levels and LA delivery/performance is complex. Various factors outside the remit of the LA may also influence levels of FBO compliance. FHRS based risk indicators already form part of the LA audit/intervention selection criteria, and FHRS data is being incorporated into the Balanced Scorecard/LA Dashboard project to inform our work with under-performing LAs. The figures are for England, Wales and Northern Ireland combined. Individual country ratings differ. More information on FHRS can be found on the Food Standards Agency website at: [http://ratings.food.gov.uk/](http://ratings.food.gov.uk/)

Slide 8 - Fluctuations in the number of FBOs operating has created a reduction in the number of meat FBOs rated ‘good’ compared to March 2018 however the percentage rated ‘good’ has increased since Q3.

Slide 9 – The total number of animals slaughtered in 2018/19 totalled 1,045,801,000 with 11,000 slaughtered with a welfare issue. The FSA recognises the consumer interest in animal welfare, and the professional ethics of its veterinary professionals to safeguard the welfare of animals, but does not hold the departmental responsibility for animal welfare matters outside abattoirs. The role for the FSA is to share data and insight, help link up systems and processes, and support APHA and others in improving controls and assurance.

Slide 10 - More information on the Mandatory use of CCTV in slaughterhouses can be found on the Food Standards Agency website at: [https://www.food.gov.uk/business-guidance/animal-welfare#mandatory-use-of-cctv-in-slaughterhouses](https://www.food.gov.uk/business-guidance/animal-welfare#mandatory-use-of-cctv-in-slaughterhouses)

Slide 15 – People Strategy - New pay and reward strategy developed & business case submitted to HMT: Although a business case has been agreed by the Executive Management Team, subject to affordability, and discussions with TUS are ongoing prior to submitting the business case to Treasury/Cabinet Office, the business case will not be considered by Cabinet Office until this year’s pay remit has been published.

WCN FSA Recruitment platform: Roll out is dependent on Cabinet Office timetable. In the meantime, engagement activities to support the lead up to commencing the supported 9 week implementation period for the new Applicant Tracker system called VX, commence in May 2019, with go live scheduled for 15 July 2019.

Slide 18 - RIDDOR requires employers to report certain serious workplace accidents, occupational diseases and specified dangerous occurrences (near misses) to the Health and Safety Executive. All Health and safety figures correct as at 17 May 2019.

Slides 19 & 20 – Provisional figures subject to NAO audit

## Appendix – Reporting in 2018/19

| Content / Number of Slides per area | Q1 | Q2 | Q3 | Q4 | |------------------------------------|----|----|----|----| | Public Trust and Awareness 1 slide | X | | | X | | Recognition and use of FHRS scheme 1 slide | | | | X | | People who believe and accept FSA messages 1 slide | X | | | X | | Health and Safety 1 slide | | | | X | | Diversity and Inclusion 2 slides | X | | | X | | Staff Attrition & Sickness 2 slides | X | X | | X | | Civil Service People Survey 3 slides | | | Dependent on publication date | X | | Forward Look 1 slide | X | X | | X | | Delivering our Corporate Priorities 4 slides | X | X | | X | | Spend against HMT Treasury Limits 1 slide | X | X | | X | | Key Areas of Spend 1 slide | X | X | | X | | Investment in the 2015-2020 Strategic Plan 1 slide | X | X | | X |

## Appendix – Reporting in 2018/19

| Content / Number of Slides per area | Q1 | Q2 | Q3 | Q4 | |------------------------------------|----|----|----|----| | Human Cases of Foodborne Disease 1 slide | | | | X | | Food Hygiene Rating Scheme 1 slide | X | X | X | X | | Meat FBO compliance 1 slide | X | X | X | X | | Animal welfare (visiting slides) 2 slides | | | | X | | People report following recommended food safety practices in their home 1 slide | Bi-annual | | | X | | Confidence that food is what it says it is 1 slide | Bi-annual | | | X | | FSA Food Safety week (visiting slides) 1 slide | | | X | (2018/19) | | FSA Key Messages and Media Coverage (visiting slides) 1 slide | | | X | (2018/19) | | Incidents 1 slide | | | | X | | Recalls 1 slide | | | | X | | NI Business engagement with Calorie Wise and consumer awareness of Calories 1 slide | | | | X | | NI Consumer Demand for healthy Options | Bi-annual | | | X |